Wow I’m incredibly impressed that you’ve decided to embrace VR technology. When renovating our house, it was incredibly hard (and still is) to visualize how everything. So far we just got lucky but the basement is going to be a challenge as we’re making structural adjustments.
How did you get your team to get onboard with the process? How is the ROI?
My team design team are graduate architects, on the younger-ish side - 29 and 40. One worked for Santiago Calatrava - who, if you know, obviously models all his work. So it was second nature to them, I just pushed them to lean into it. Rhino is not without its drawbacks. It is time consuming but it's worth it because, as a sales tool, it wins every time. I'll have first time meetings with perspective clients where we'll wireframe a design on their survey (if we know some particulars of the program). Blows people away.
The ROI - the salaries were a negative on the books for two years, but now we're choosing our projects, ones that any AD100 firm would kill for.
While there is increased complexity on top of all the software thats being built today, I reckon the focus on speed (and shipping to prod) over quality has also led to the increasing number of bugs. The mindset shift from shipping quality products (not just software) to shipping something that is good enough has been the mantra of management in recent years. When business schools and tech leaders prioritize the idea that we need to be more agile and every sprint needs to be a production release, these are the results we get.
> I reckon the focus on speed (and shipping to prod) over quality has also led to the increasing number of bugs. The mindset shift from shipping quality products (not just software) to shipping something that is good enough has been the mantra of management in recent years.
I wonder how much of that is just what management always wanted. Peopleware (https://en.wikipedia.org/wiki/Peopleware:_Productive_Project...), a VERY GOOD book about software development written in the 80s, talks about managers wanting to sacrifice quality an how corrosive that is. It's just that in the past technology forced them to pursue quality: Software shipped on disk needed to be bug-free, because it made bug-fixes almost impossible. Software written by a human needed a human that understands it, who might have some pride in his work.
But now, with the internet and LLMs, we get to live in the slop-world the management has always dreamed of. More tickets, closing faster! Less headcount, less talk! Artificial workers that don't talk back! Who cares about all the rest?
You'd probably see a lot more examples from entrepreneurs/business folks who don't have a technical background. I would never put anything materially complicated in production without thoroughly reviewing.
AWS Certifications do help to a certain extent to convey your knowledge of the AWS ecosystem to consultancies and their clients. I don't have a certification but almost all of the consultancies I've worked with advocate for it just to give the client more confidence. Mind you these are the larger consultancies with larger clients so they tend to like these certifications as a signal. Have you ever had a chance to work with the various components in the ecosystem already?
yep, i had to use the usual s3 + ec2/ecs + cloudwatch + various databases/message queues for quite a few different startups i was part of. learned all of it on the job.
i guess my question is more along the lines of "if I have these certs on my resume, is it going to pass through a lot more filters nowadays"
Interested to keep updated on this point. As a consultant, I've worked on transformation of legacy applications so this would help me greatly as well. We've worked on pretty archaic systems where no one knows how the system works even if we have the source code.
I can provide evidence for your claim. The technical debt can easily snowball if the review process is not stringent enough to keep out unnecessary functions.
It’s going to be extremely difficult if PR and code reviews do not prune unnecessary functions. From what I’m experiencing now, there’s a lot of additional code that gets generated.
This is exactly the issue I’m facing especially when working with AI-generated codebases.
Coding is significantly faster but my understanding of the system takes a lot longer because I’m having to merge my mental model with what was produced.
There could be many factors at play here so it’s not clear what the main issue is. However, from experience, US VC funds typically come from other US institutions and so it’s an easier sell when the corporation is US-based. Rules and regulations are more well understood and less complex for funds. The article states the requirement is to flip the structure to have the parent company based in one of the 3 countries mentioned. Presumably, better business/returns/policies
What’s missing from the writer’s analysis is also the desire from the population to create such businesses. Having lived in Asia for a bit, most of these small businesses are not wildly profitable and not everyone is willing to put in the hard work and effort to running these affordable restaurants.
How did you get your team to get onboard with the process? How is the ROI?